Table of Contents

Contemporary Microenterprise

Contemporary Microenterprise

Concepts and Cases

Edited by Joseph Mark S. Munoz

While there have been numerous books and articles written on the popular topic of ‘microfinance’, few books have been written on the business model behind it: the ‘microenterprise’. Due to its diversity of thought and high quality of chapter contributions, this book is poised to be the book on ‘microenterprises’. Contemporary Microenterprise is a collage of the latest research and viewpoints on the subject by recognized academics and experts from around the globe.

Chapter 17: Social Capital and Cross-cultural Model Replication: The Case of Hand in Hand in India and South Africa

Lin Lerpold and Laurence Romani

Subjects: business and management, entrepreneurship, international business, development studies, development economics, economics and finance, development economics

Extract

Lin Lerpold and Laurence Romani INTRODUCTION As evidenced by increasing public and institutional attention, as well as the growth of invested or donated private and public funds, microfinance (MF) has been considered the “magic bullet” for poverty alleviation. Besides being predicated on neoliberal market assumptions (Kah et al., 2005) and individual microentrepreneurship (Sanyal, 2009), MF success as a tool for poverty alleviation is predicated on the existence or development of social capital (Leigh Anderson and Locker, 2002; Pretty and Ward, 2001; Rankin, 2002; Woolcock, 2001). Since social capital consists of trust, reciprocity, norms, mutual engagement, and networks, the nature and dynamics of social capital vary across countries and are culturally influenced. Microfinance institutions (MFIs) and non-governmental organizations (NGOs) have increasingly become multinational in the development field. Thus, MF models developed in distinct cultural settings are being holistically transferred to different cultural contexts. For instance, the Grameen model first developed in Bangladesh has spread to 24 countries, including North and South America and sub-Saharan Africa. An important issue in internationalization pertains to assessing the cultural fit of what organizations wish to transfer or replicate to different host environments (Kostova and Roth, 2002). A well-developed model or successful practice in one country may or may not “fit” in another cultural context (Kostova and Roth, 2002). A “model replication” (Winter and Szulanski, 2001) or “copy exactly” strategy, as in the paradox of Disney’s success in Japan but initial failure in France, illustrates how model replication may backfire (Brannen, 2004). In the MF context,...

You are not authenticated to view the full text of this chapter or article.

Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.

Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.

Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.

Further information